Are numbers and analysis the underrated drivers of real agility?

AGILE THANKS TO UNDERSTANDING DATA Okay, let's see what else is in the box.- Don't twist yourself.

Let's see..."Are data and analytics the underestimated engine of true agility?" This is a really interesting question,and only over time did I come to understand the importance of having data and reliable figures to act,both in the company and as a leader,properly.

At L'Oréal, that was self-evident.They were always there,and that made it possible to act with agility and adapt to any situation,even if it meant following five different trends in one year.

That was possible because, in the end,the data was there.

And when I retired from L'Oréal and began working with several start-ups, and now also...

as chairman of the advisory board in the family business,I truly realised the risk that comes with simply not having that information.

And a start-up can drift very quickly,or likewise, in a small company,decisions may not be taken quickly enough.

And this can have very, very serious consequences.

So over time,this is a huge lesson.Now, I'd give the controlling — a good and proactive one — far more importance than I did back then.

In the company you advise, how would you suggest building a solid database?

As often there's a lot of data, but it's hard to interpret it.

Even with a controlling department,it is often undervalued.

What advice can you give leaders to implement that change effectively?

First of all, it should always be clear which KPIs you want to track.

Define those clearly,and then prepare the data according to those key indicators.

That's always possible.Technology today offers every possibility.

And then, with a lot of discipline,review that data regularly, whether weekly or monthly,and treat it as facts.

And from there,adjust,make new decisions,above all quickly.

And under the motto: "no good news, no bad news, they are only news." And this, at the same time,can also help to create new goals quickly and follow them.

And undoubtedly, it provides great security and allows one to act much, much better and faster.

When you say:"No bad news, no good news, just news," the data and the facts are, in a way, telling a story.

How do you manage to move from a rigid KPI, or even a sea of KPIs,to a concrete conclusion and a decision integrator that allows you to make the right decision at the perfect moment?

Or at least, if not the right one, then some decision.

I think if from the start you're clear about the KPIs and the direction you're aiming for,the path is practically laid out.

And sure, there's always some room for interpretation,but for me, management is like a motorway.

Sometimes narrower, sometimes wider,with a hard shoulder and an overtaking lane,but in the end what matters is not leaving the motorway and adapting to it.

Honestly, I've never struggled to come to a decision.

What is decisive is to make that decision.And that, in a family business,for example,can work very fast,but when several partners are involved,it can also become a very slow and complicated process,especially when emotions or long-standing structures come into play.

Trying to change something is very hard.And there lies, once again, the advantage of a start-up.

There is little or no history to limit things.Really, it's only about looking forward,where everything can and must move very quickly.